This chapter discusses the category of transformation. The first section considers the topic of transformation and its relation to those of formation and termination, in terms of an underlying notion ...
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This chapter discusses the category of transformation. The first section considers the topic of transformation and its relation to those of formation and termination, in terms of an underlying notion of the elasticity of the personal employment contract. The remainder of the chapter discusses the particular dimensions of transformation, specifically those of (1) change mode or suspension, and (2) change of parties to the personal employment contract. The chapter concludes by considering the complex topic of transfer of contracts under the TUPE Regulations.Less

Transformation and Transfer

MARK R. FREEDLAND FBA

Published in print: 2005-12-15

This chapter discusses the category of transformation. The first section considers the topic of transformation and its relation to those of formation and termination, in terms of an underlying notion of the elasticity of the personal employment contract. The remainder of the chapter discusses the particular dimensions of transformation, specifically those of (1) change mode or suspension, and (2) change of parties to the personal employment contract. The chapter concludes by considering the complex topic of transfer of contracts under the TUPE Regulations.

The ‘New Labour’ managerial culture, its goals and procedural values are explored in detail in this chapter. In dealing with internal obstacles and what were seen as ruthless external enemies, from ...
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The ‘New Labour’ managerial culture, its goals and procedural values are explored in detail in this chapter. In dealing with internal obstacles and what were seen as ruthless external enemies, from Blair and allies came a negative appraisal of the party as an organisation in need of transformation but resistant to change. As a strong, able, attractive and fluent Leader, Blair’s ease of movement in his distance-pull positioning away from ‘Old Labour’, without losing control, marked him and his management as historically different. Also different were various aspects of the Leader-managerial controlling conduct which justified important new attitudes to the party and its rules, and extended the use of imposition and manipulation in imposing subordination. At key points these eventually came into conflict with Blair’s earlier acknowledgement that it was crucial for the Labour Party to build up trust and then retain it.Less

‘New Labour’ and the culture of party management1

Lewis Minkin

Published in print: 2014-04-30

The ‘New Labour’ managerial culture, its goals and procedural values are explored in detail in this chapter. In dealing with internal obstacles and what were seen as ruthless external enemies, from Blair and allies came a negative appraisal of the party as an organisation in need of transformation but resistant to change. As a strong, able, attractive and fluent Leader, Blair’s ease of movement in his distance-pull positioning away from ‘Old Labour’, without losing control, marked him and his management as historically different. Also different were various aspects of the Leader-managerial controlling conduct which justified important new attitudes to the party and its rules, and extended the use of imposition and manipulation in imposing subordination. At key points these eventually came into conflict with Blair’s earlier acknowledgement that it was crucial for the Labour Party to build up trust and then retain it.

The chapter presents an integrative cross-national comparative analysis of party change in all twenty-six countries under study. It finds that, apart from often sharing the same decline trend, the ...
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The chapter presents an integrative cross-national comparative analysis of party change in all twenty-six countries under study. It finds that, apart from often sharing the same decline trend, the various indicators of party change appear to be independent of one another. The indicators that refer to the various mediators and those that refer to voters point clearly to decline, while those that look at the party background of representatives stand out as prominent survivors of a major decline trend. Party decline is evident in almost all countries, but its levels vary. Many explanations for variance are ruled out, leaving room for the possibility that human agency rather than environmental factors may prove to be the cause. Parties are not on their way out, but in some countries they have already experienced sharp decline, while in others their experience may be better described as adaptation. In many others still, parties lie somewhere in-between these poles.Less

A Cross-National Comparison of Party Change

Gideon RahatOfer Kenig

Published in print: 2018-06-21

The chapter presents an integrative cross-national comparative analysis of party change in all twenty-six countries under study. It finds that, apart from often sharing the same decline trend, the various indicators of party change appear to be independent of one another. The indicators that refer to the various mediators and those that refer to voters point clearly to decline, while those that look at the party background of representatives stand out as prominent survivors of a major decline trend. Party decline is evident in almost all countries, but its levels vary. Many explanations for variance are ruled out, leaving room for the possibility that human agency rather than environmental factors may prove to be the cause. Parties are not on their way out, but in some countries they have already experienced sharp decline, while in others their experience may be better described as adaptation. In many others still, parties lie somewhere in-between these poles.